Founder's Office

Intellectual Capital HR Consulting Pvt. Ltd.; Delhi; On-site; INR 1,500,000 - 2,300,000; Full time

Job summary

Intellectual Capital HR Consulting Pvt. Ltd. seeks a hands-on operator to take half-formed problems from founders and turn them into working processes within the business.

You will collaborate with operations teams to map current workflows, identify the two or three fixes that unlock the most time and cost savings, and build practical improvements that can be piloted over a weekend. Prototyping, deployment, and adoption are core to the role, with a path open to new business lines, a fund, or a

Qualifications

• 25 years at an MBB or equivalent top-tier firm, with implementation continuity.
• Experience in fast-scaling environments (startups, founder's office, PE portfolio ops).
• Comfort with frontier tech and system design; willingness to learn on the job.
• Evidence of driving change without formal authority; strong persuasion and collaboration.

Responsibilities

• Take half-formed problems from founders and finish them in the business.
• Sit with operations, distribution, and fund accounting teams to map actual workflows and identify top fixes.
• Build or specify first versions of automated or templated improvements and prove them on real volume.
• Drive adoption and ensure deployment sticks, not just delivery.
• Initiate new projects and help hand over functioning processes to teams.

Skills

MBB experience

Startup operating environment

Technical fluency

Kaizen mindset

Influencing without authority

Tools

n8n

AI workflows

Job description

The mandate

This is not a strategy role. You will not be producing recommendations for someone else to implement. You will be handed problems, which are often half-formed - things the founders noticed and nobody owns and you will be expected to go make them better, in the business, with the people who do the work.

What that looks like in practice:

• Pick up whatever is in front of you and finish it. A partnership that has stalled at the paperwork stage. An onboarding process that takes three weeks and should take three days. A reporting pack that consumes a week of analyst time every month. The projects are unglamorous before they are interesting, and the definition of done is that the thing works without you.
• Go find the friction. Sit with the operations team, the distribution team, the fund accounting team. Map how work actually happens, not how the org chart says it happens. Come back with the two or three things that, if fixed, buy the group the most time and money (and then fix them).
• Put technology to work. A large share of what the group does by hand can be automated, templated or handed to an AI workflow. You will be the person who identifies where, builds or specs the first version, and proves it works on real volume before anyone commits a budget. You DO NOT need to be an engineer. But you DO need to be someone who builds a working prototype over a weekend.
• Make it stick. Deployment is the easy half. Adoption (ie getting a team that has done something the same way for six years to change) is the part that determines whether the project mattered. Expect to spend as much time on this as on building.
• New Projects. New vehicles, new capabilities, new teams. Write the problem down, run the first process, hire the first person, hand over something functioning.

What we are looking for

• 25 years at MBB or an equivalent top-tier firm - but we care much more about the engagements where you stayed through implementation. If you have only ever shipped decks, this will be a hard adjustment.
• Equally strong: time in a fast-scaling operating environment, like a startup, a founder's office, a PE portfolio ops team, where you owned genuine outcomes
• Genuine technical fluency: Comfortable with frontier tech (building on n8n, system designs etc). Don’t worry about this part as long as you’re willing to learn on the job
• Kaizen mindset: You notice that a step exists only because someone added it in 2019, and you find out before you remove it.
• Management without authority: Much of the work involves persuading people senior to you, in functions you don't control, to change how they work. You will have no authority and yet all the responsibility

Who this is not for

• If you want to work on strategy, this is the wrong role. A meaningful share of the work is plumbing, i.e. unpicking a broken process, chasing the last 20% of an adoption problem, sitting in an operations room for a week to understand what is actually going on.
• The scope changes with the group's priorities and there is no clean weekly rhythm. We are optimising for people who are excited by uncertainty.

What you get

The full width of an integrated financial services platform to work across, direct access to the founders, and an unusual amount of latitude to change how a real business runs with the results visible in months, not years.

The path from here is deliberately open: a business line, a fund, an operating seat, or a P&L of your own. What you build in the first 18 months determines which one.